©EFQM 2011

No part of this publication may be reproduced, stored in a retrieval system, or

transmitted in any form or by any means (be this electronically, mechanically,
through photocopy, or recording or otherwise) without either the prior written
permission of, or a licence permitting restricted copying, and use for a third party,
from the publisher.
About EFQM
EFQM is a global not-for-profit membership foundation
based in Brussels, Belgium. With almost 500 members
covering more than 55 countries and 50 industries, we
provide a unique platform for organisations to learn from
each other and improve performance. EFQM is the
custodian of the EFQM Excellence Model, a business model
which is helping over 30 000 organisations around the globe
to strive for Sustainable Excellence.

EFQM members share a common goal: the pursuit of

excellence. The EFQM Excellence Model provides a
common framework and language that facilitates the effective
sharing of information between organisations, transcending
sectorial, cultural and maturity barriers.

As part of this network you are able to engage with like-

minded individuals and share experience on the development
of innovative solutions that can help your organisation
address some of its most important challenges.
Introduction

The need for a Model

Regardless of sector, size, structure or maturity,
organisations need to establish an appropriate management
framework to be successful. The EFQM Excellence Model
is a practical, non-prescriptive framework that enables
organisations to:
- Assess where they are on the path to excellence;
helping them to understand their key strengths and potential
gaps in relation to their stated Vision and Mission.
- Provide a common vocabulary and way of thinking
about the organisation that facilitates the effective
communication of ideas, both within and outside the
organisation.
- Integrate existing and planned initiatives, removing
duplication and identifying gaps.
- Provide a basic structure for the organisation’s
management system.

Whilst there are numerous management tools and

techniques commonly used, the EFQM Excellence Model
provides an holistic view of the organisation and it can be
used to determine how these different methods fit together
and complement each other. The Model can therefore be
used in conjunction with any number of these tools, based on
the needs and function of the organisation, as an overarching
framework for developing sustainable excellence.

Excellent Organisations achieve and sustain superior

levels of performance that meet or exceed the expectations
of all their stakeholders.

All organisations strive to be successful, some fail, some

achieve periods of success but ultimately fade from view,
and a few achieve sustainable success, gaining deserved
respect and admiration.

The EFQM was formed to recognise and promote

sustainable success and to provide guidance to those seeking
to achieve it.

This is realised through a set of three integrated

components:
 The Fundamental Concepts of Excellence:
The underlying principles which are the essential
foundation of achieving sustainable excellence for any
organisation.

The EFQM Excellence Model:

A framework to help organisations convert the
Fundamental Concepts and RADAR logic into practice.

RADAR logic:
A dynamic assessment framework and powerful
management tool that provides the backbone to support an
organisation as it addresses the challenges it must overcome
if it is to realise its aspiration to achieve sustainable
excellence.
 Using these three integrated components has helped
organisations of all sizes and from all sectors to compare
themselves with the attributes, qualities and achievements of
sustainable organisations. They can use them to develop a
culture of excellence, bring consistency to their management
style, access good practices, drive innovation and improve
their results.

Used appropriately, the EFQM Excellence Model, with

the associated RADAR logic and Fundamental Concepts,
ensures that all the management practices used by an
organisation form a coherent system that is continually
improved and delivers the intended strategy for the
organisation.

The 2010 version of the EFQM Model, RADAR logic

and Fundamental Concepts builds on years of experience and
takes into account the current and future challenges of an
organisation. The Fundamental Concepts of Excellence
outline the essential foundation for achieving sustainable
excellence for any organisation. They can be used as the
basis to describe the attributes of an excellent organisational
culture. They also serve as a common language for senior
management.

The Fundamental Concepts of Excellence outline the

essential foundation for achieving sustainable excellence for
any organisation. They can be used as the basis to describe
the attributes of an excellent organisational culture. They
also serve as a common language for senior management.

The EFQM Excellence Model allows

Managers/Leaders to understand the cause and effect
relationships between what their organisation does and the
results it achieves. With the support of RADAR logic it is
possible to make a robust assessment of the degree of
excellence of any organisation.

The RADAR logic provides a structured approach to

question the performance of an organisation. It also supports
the scoring mechanism behind the EFQM Excellence Award
and other recognition or assessment schemes and can help to
lead change and manage improvement projects in an
organisation.
The Fundamental Concepts of
Excellence
Achieving Balanced Results
Excellent organisations meet their Mission and progress
towards their Vision through planning and achieving a
balanced set of results that meet both the short and long term
needs of their stakeholders and, where relevant, exceed
them.
In practice, excellent organisations:-
- Identify and understand the Key Results required to
achieve their Mission and evaluate progress towards their
Vision and strategic goals.
- Gather stakeholders’ needs and expectations for input
to the development and review of their strategy and
supporting policies, remaining constantly alert to any
changes.
- Use a balanced set of results to review their progress,
providing a view of long and short-term priorities for the key
stakeholders, with clearly defined “cause and effect”
relationships.
- Adopt effective mechanisms to understand future
scenarios and manage strategic risks.
- Define the required outcomes and related performance
indicators and establish targets based on comparisons of
their performance with other organisations and the Mission
and Vision.
- Deploy strategy and supporting policies in a systematic
manner to achieve the desired set of results, balancing short
and long term objectives.
 - Evaluate the set of results achieved to improve future
performance and provide sustainable benefits to their
stakeholders.
- Ensure transparency of reporting to key stakeholders,
including appropriate governance bodies, in line with their
expectations.
- Ensure that their leaders are provided with accurate
and sufficient information to support them in effective and
timely decision making, enabling them to effectively predict
the future performance of the organisation.
Adding Value for Customers
Excellent organisations know that customers are their
primary reason for being and strive to innovate and create
value for them by understanding and anticipating their needs
and expectations.
In practice, excellent organisations:-
- Know who their different customer groups are, respond
to and anticipate their different needs and expectations.
- Build and maintain a dialogue with all their customers,
based on openness and transparency.
- Strive to innovate and create value for their customers.
- Ensure their people have the necessary tools,
competencies, information and empowerment to be able to
maximise the customer experience.
- Continually monitor and review the experiences and
perceptions of customers and respond quickly and
effectively to any feedback.
- Involve customers in the development of new and
innovative products, services and experiences.
- Compare their performance with relevant benchmarks
and understand their strengths in order to maximize the value
generated for customers.
Leading with Vision, Inspiration & Integrity
Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
Values and ethics.
In practice, excellent organisations have leaders who:-
- Set and communicate a clear direction and strategic
focus; they unite their people to share and achieve the
organisation’s core purpose and objectives.
- Understand the key business drivers: they balance the
needs of the organisation and its stakeholders in planning for
the achievement of present and future objectives.
- Demonstrate their ability to make sound and timely
decisions, based on available information, previous
experience and consideration of the impact of their
decisions.
- Are flexible; they review, adapt and realign the
direction of their organisation when necessary, inspiring
trust at all times.
- Recognise sustainable advantage is dependent on their
ability to learn quickly and respond rapidly with new ways
of working.
- Inspire people and create a culture of involvement,
ownership, empowerment, improvement and accountability,
at all levels.
- Promote a culture which supports the generation and
development of new ideas and new ways of thinking to
encourage innovation and organisational development.
 - Champion the organisation’s Values and are role
models for integrity, social responsibility and ethical
behaviour, both internally and externally, to develop and
enhance the organisation’s reputation.
Managing by Processes
Excellent organisations are managed through structured
and strategically aligned processes using fact-based decision
making to create balanced and sustained results.
In practice, excellent organisations:-
- Create and manage a framework of key processes that
are structured and aligned to deliver their strategy in a way
that adds real value for their stakeholders, achieving the
optimum balance of efficiency and effectiveness.
- Analyse, categorise and prioritise their processes and
adopt appropriate approaches to effectively manage them,
including the management of processes extending beyond the
boundaries of the organisation.
- Develop meaningful process performance indicators
and related outcomes, clearly linked to measuring progress
against the strategic goals.
- Base decisions on factually reliable information and
use all available knowledge to interpret current and
predicted performance of the relevant processes.
- Use data on the current performance and capabilities of
processes to identify opportunities for, and generate,
innovation.
- Involve their people in continually reviewing,
improving and optimising the effectiveness and efficiency of
their processes.
- Deliver high levels of stakeholder confidence by
ensuring risks are identified and appropriately managed
across all their processes.
- Manage end to end processes, within and beyond the
organisation, to achieve the desired performance and
outcomes.
Succeeding through People
Excellent organisations value their people and create a
culture of empowerment for the balanced achievement of
organisational and personal goals.
In practice, excellent organisations:-
- Understand the skills and competencies required to
achieve the Mission, Vision and strategic goals.
- Create a culture where people’s dedication, skills,
talents and creativity are developed and valued.
- Ensure that their people can contribute to their own,
and the organisation’s ongoing success, realizing their full
potential in a spirit of true partnership.
- Align personal and team objectives with the
organisation’s strategic goals and ensure their people are
empowered to maximise their contribution.
- Adopt approaches that ensure a responsible work / life
balance for their people.
- Ensure and embrace the diversity of their people.
- Foster organisational development through shared
Values, accountability, ethics and a culture of trust and
openness.
- Clearly define the levels of people performance
required to achieve the strategic goals.
- Encourage their people to be the creators and
ambassadors of the organisation’s ongoing success
Nurturing Creativity & Innovation
Excellent organisations generate increased value and
levels of performance through continual and systematic
innovation by harnessing the creativity of their stakeholders.
In practice, excellent organisations:-
- Establish and manage networks to identify
opportunities for innovation from signals within the internal
and external environment.
- Set clear goals and objectives for innovation and refine
their strategy in line with innovation achievements.
- Establish approaches to engage people, partners,
customers and society in generating ideas and innovation.
- Create a culture of entrepreneurship to enable
innovation across all aspects of the organisation.
- Use innovation in a way that goes well beyond
technical change and reveals new ways of offering value to
customers, new ways of working and new ways of building
on partnerships, resources and competencies.
- Use innovation to enhance their organisation’s
reputation and image and attract new customers, partners and
talent.
- Have an open mindset and use creativity and innovation
to respond quickly to challenges they face.
- Turn new ideas into reality through innovation enabling
processes which fit the nature and importance of the changes
they will make.
- Assess the impact and the added value of innovations.
Building Partnerships
Excellent organisations seek, develop and maintain
trusting relationships with various partners to ensure mutual
success. These partnerships may be formed with amongst
others, customers, society, key suppliers, educational bodies
or Non-Governmental Organisations (NGOs).
In practice, excellent organisations:-
- Recognise that, in the increasingly demanding world of
today, success may depend on the effective partnerships they
develop.
- Know what their core purpose is and they seek partners
to enhance their capabilities and ability to generate
stakeholder value.
- Establish extensive networks to enable them to identify
potential partnership opportunities.
- Understand partnerships entail working together for
long-term, sustainable value enhancement.
- Identify strategic and operational partnerships based on
organisational and strategic needs, complementary strengths
and capabilities.
- Develop partnerships that systematically enable the
delivery of enhanced value to their respective stakeholders
through competencies, synergies and seamless processes.
- Work together with partners to achieve mutual benefit,
supporting one another with expertise, resources and
knowledge to achieve shared goals.
- Build a sustainable relationship with partners based on
mutual trust, respect and openness.
Taking Responsibility for a Sustainable Future
Excellent organisations embed within their culture an
ethical mindset, clear Values and the highest standards for
organisational behaviour, all of which enable them to strive
for economic, social and ecological sustainability.
In practice, excellent organisations:-
- Secure their future by defining and communicating a
core purpose that provides the basis for their overall Vision,
Values, ethics and corporate behaviour.
- Understand their organisation’s key competencies and
how they can benefit wider society.
- Consider economical, societal and ecological
sustainability as a reference when balancing the sometimes
conflicting imperatives they face.
- Are able to demonstrate that they have considered the
impact of their operations, product lifecycle and services on
public health, safety and the environment.
- Ensure a safe and healthy working environment for their
people.
- Ensure their people act with integrity and adopt the
highest standards of ethical behaviour.
- Encourage their people and other stakeholders to
participate in activities that contribute to wider society.
- Are transparent and accountable to their stakeholders
and society at large for their performance and actively
support the desire to go beyond regulatory compliance.
- Allocate resources to provide for long-term needs
rather than just short-term gain and, where relevant, become
and remain competitive.
The EFQM Excellence Model

The EFQM Excellence Model represented in the diagram

above is a non-prescriptive framework based on nine
criteria. Five of these are ‘Enablers’ and four are ‘Results’.
The ‘Enabler’ criteria cover what an organisation does and
how it does it. The ‘Results’ criteria cover what an
organisation achieves. ‘Results’ are caused by ‘Enablers’
and ‘Enablers’ are improved using feedback from ‘Results’.

The arrows emphasise the dynamic nature of the Model,

showing learning, creativity and innovation helping to
improve the Enablers that in turn lead to improved Results.

Each of the nine criteria has a definition, which explains

the high level meaning of that criterion.

To develop the high level meaning further each criterion

is supported by a number of criterion parts. Criterion parts
are statements that describe in further detail what, typically,
can be seen in excellent organisations and should be
considered in the course of an assessment.

Finally, below each criterion part are guidance points.

Many of these guidance points are directly linked to the
Fundamental Concepts mentioned earlier. Use of these
guidance points is not mandatory nor is the lists exhaustive
but they are intended to further exemplify the meaning of the
criterion part.
1. Leadership

Definition
Excellent organisations have leaders who shape the
future and make it happen, acting as role models for its
values and ethics and inspiring trust at all times. They are
flexible, enabling the organisation to anticipate and react in a
timely manner to ensure the ongoing success of the
organisation.

1a. Leaders develop the Mission, Vision, Values and

ethics and act as role models
1b. Leaders define, monitor, review and drive the
improvement of the organisation’s management system and
performance
1c. Leaders engage with external stakeholders
1d. Leaders reinforce a culture of excellence with the
organisation’s people
1e. Leaders ensure that the organisation is flexible and
manages change effectively

1a. Leaders develop the Mission, Vision, Values and

ethics and act as role models.
In practice, leaders of excellent organisations:-
- Set and communicate a clear direction and strategic
focus; they unite their people in sharing and achieving the
organisation’s core purpose and objectives.
- Secure the future of the organisation by defining and
communicating a core purpose that provides the basis for
their overall Vision, Values, ethics and corporate behaviour.
- Champion the organisation’s Values and are role
models for integrity, social responsibility and ethical
behaviour, both internally and externally.
- Foster organisational development through shared
Values, accountability, ethics and a culture of trust and
openness.
- Ensure their people act with integrity and adopt the
highest standards of ethical behaviour.
- Develop a shared leadership culture for the
organisation and review and improve the effectiveness of
personal leadership behaviours.

1b. Leaders define, monitor, review and drive the

improvement of the organisation’s management system
and performance.
In practice, leaders of excellent organisations:-
- Use a balanced set of results to review their progress,
providing a view of long and short-term priorities for the key
stakeholders, with clearly defined “cause and effect”
relationships.
- Develop and improve the organisation’s management
system, including evaluating the set of results in order to
improve future performance and provide sustainable benefits
to stakeholders.
- Base decisions on factually reliable information and
use all available knowledge to interpret current and
predicted performance of the relevant processes.
- Are transparent and accountable to stakeholders and
society at large for their performance and actively support
the desire to go beyond regulatory compliance.
- Deliver high levels of stakeholder confidence by
ensuring risks are identified and appropriately managed
across all their processes.
- Understand and develop the underlying capabilities of
the organisation.

1c. Leaders engage with external stakeholders.

In practice, leaders of excellent organisations:-
- Know who their different external stakeholder groups
are and develop approaches to understand, anticipate and
respond to their different needs and expectations.
- Establish approaches to engage partners, customers and
society in generating ideas and innovation.
- Use innovation to enhance their organisation’s
reputation and image and attract new customers, partners and
talent.
- Identify strategic and operational partnerships based on
organisational and strategic needs, complementary strengths
and capabilities.
- Ensure transparency of reporting to key stakeholders,
including appropriate governance bodies, in line with their
expectations.

1d. Leaders reinforce a culture of excellence with the

organisation’s people.
In practice, leaders of excellent organisations:
- Inspire people and create a culture of involvement,
ownership, empowerment, entrepreneurship, improvement
and accountability, at all levels.
- Promote a culture which supports the generation and
development of new ideas and new ways of thinking to
encourage innovation and organisational development.
- Ensure that their people can contribute to their own,
and the organisation’s ongoing success by realizing their full
potential in a spirit of true partnership.
- Support people throughout the organisation to achieve
their plans, objectives and targets, recognizing efforts in a
timely and appropriate manner.
- Promote and encourage equal opportunities and
diversity.

1e. Leaders ensure that the organisation is flexible

and manages change effectively.
In practice, leaders of excellent organisations:-
- Understand the internal and external drivers of
organisational change.
- Demonstrate their ability to make sound and timely
decisions, based on available information, previous
experience and consideration of the impact of their
decisions.
- Are flexible; they review, adapt and realign the
direction of their organisation when necessary, inspiring
trust at all times.
- Involve and seek commitment of all relevant
stakeholders for their contribution to the sustainable success
of the organisation and any changes necessary to ensure this
success.
- Demonstrate their ability to maintain sustainable
advantage through their capability to learn quickly and
respond rapidly with new ways of working.
- Allocate resources to provide for long-term needs
rather than just short-term profitability and, where relevant,
become and remain competitive.
2. Strategy

Definition
Excellent organisations implement their Mission and
Vision by developing a stakeholder focused strategy.
Policies, plans, objectives and processes are developed and
deployed to deliver the strategy.

2a. Strategy is based on understanding the needs and

expectations of both stakeholders and the external
environment
2b. Strategy is based on understanding internal
performance and capabilities
2c. Strategy and supporting policies are developed,
reviewed and updated
2d. Strategy and supporting policies are communicated,
implemented and monitored

2a. Strategy is based on understanding the needs and

expectations of both stakeholders and the external
environment.
In practice, excellent organisations:-
- Gather stakeholders’ needs and expectations for input
to the development and review of their strategy and
supporting policies, remaining constantly alert to any
changes.
- Identify, understand and anticipate developments within
the organisation’s external environment.
 - Identify, analyse and understand external indicators,
such as economic, market and societal trends, which may
affect the organisation.
- Understand and anticipate the long and short-term
impact of changes to relevant political, legal, regulatory and
compliance requirements.
- Identify, understand and anticipate opportunities and
threats, based on feedback from stakeholders and other
external information and analyses.

2b. Strategy is based on understanding internal

performance and capabilities.
In practice, excellent organisations:-
- Analyse operational performance trends, core
competencies and outcomes to understand current and
potential organisational capabilities.
- Analyse data and information regarding existing and
potential partners’ core competencies and capabilities to
understand how they complement the organisation’s
capabilities.
- Analyse data and information to determine the impact
of new technologies and business models on the performance
of the organisation.
- Compare their performance with relevant benchmarks
to understand their relative strengths and areas for
improvement.

2c. Strategy and supporting policies are developed,

reviewed and updated.
In practice, excellent organisations:-
- Create and maintain a clear strategy and supporting
policies to achieve the Mission and Vision of the
organisation.
- Identify and understand the Key Results required to
achieve the Mission and evaluate progress towards the
Vision and strategic goals.
- Use core competencies to generate benefit for all
stakeholders, including the wider society.
- Adopt effective mechanisms to understand future
scenarios and manage strategic risks.
- Understand the key business drivers: they balance the
needs of the organisation and its stakeholders in planning for
the achievement of present and future objectives.
- Ensure economic, societal and ecological
sustainability.

2d. Strategy and supporting policies are

communicated, implemented and monitored.
In practice, excellent organisations:-
- Define the required outcomes and related performance
indicators and establish targets based on comparisons of
their performance with other organisations and the Mission
and Vision.
- Deploy strategy and supporting policies in a systematic
manner to achieve the desired set of results, balancing short
and long term objectives.
 - Maintain and align an organisational structure and a
framework of key processes to deliver their strategy in a
way that adds real value for their stakeholders, achieving the
optimum balance of efficiency and effectiveness.
- Align individual and team objectives with the
organisation’s strategic goals and ensure they are
empowered to maximise their contribution.
- Communicate strategy and supporting policies with
stakeholders, in an appropriate way.
- Set clear goals and objectives for innovation and refine
their strategy in line with innovation achievements.
3. People

Definition
Excellent organisations value their people and create a
culture that allows the mutually beneficial achievement of
organisational and personal goals. They develop the
capabilities of their people and promote fairness and
equality. They care for, communicate, reward and recognise,
in a way that motivates people, builds commitment and
enables them to use their skills and knowledge for the benefit
of the organisation.

3a. People plans support the organisation’s strategy

3b. People’s knowledge and capabilities are developed
3c. People are aligned, involved and empowered
3d. People communicate effectively throughout the
organisation
3e. People are rewarded, recognised and cared for

3a. People plans support the organisation’s strategy.

In practice, excellent organisations:-
- Have clearly defined the people performance levels
required to achieve the strategic goals.
- Align people plans with their strategy, the
organisational structure, new technologies and key
processes.
- Involve employees, and their representatives, in
developing and reviewing the people strategy, policies and
plans, adopting creative and innovative approaches when
appropriate.
- Manage recruitment, career development, mobility and
succession planning, supported by appropriate policies, to
ensure fairness and equal opportunities.
- Use people surveys and other forms of employee
feedback to improve people strategies, policies and plans.

3b. People’s knowledge and capabilities are

developed.
In practice, excellent organisations:-
- Understand the skills and competencies required to
achieve the Mission, Vision and strategic goals.
- Ensure training and development plans help people
match the skills and future capability needs of the
organisation.
- Align individual and team objectives with the
organisation’s targets, reviewing and updating them in a
timely manner.
- Appraise and help people improve their performance to
improve and maintain their mobility and employability.
- Ensure their people have the necessary tools,
competencies, information and empowerment to be able to
maximise their contribution.

3c. People are aligned, involved and empowered.

In practice, excellent organisations:-
- Ensure their people, at the individual and team level,
are fully aligned with the organisation’s Mission, Vision and
strategic goals.
- Create a culture where people’s dedication, skills,
talents and creativity are developed and valued.
- Encourage their people to be the creators and
ambassadors of the organisation’s ongoing success.
- Ensure that people have an open mindset and use
creativity and innovation to respond quickly to challenges
they face.
- Create a culture of entrepreneurship to enable
innovation across all aspects of the organisation.
- Involve their people in continually reviewing,
improving and optimising the effectiveness and efficiency of
their processes.

3d. People communicate effectively throughout the

organisation.
In practice, excellent organisations:-
- Understand the communication needs and expectations
of their people.
- Develop communications strategy, policies, plans and
channels based on communications needs and expectations.
- Communicate a clear direction and strategic focus
ensuring their people understand the organisation’s Mission,
Vision, Values and objectives.
- Ensure that their people understand and can
demonstrate their contribution to the organisation’s ongoing
success.
- Enable and encourage the sharing of information,
knowledge and best practices, achieving a dialogue
throughout the organisation.

3e. People are rewarded, recognised and cared for.

In practice, excellent organisations:-
- Align remuneration, benefits, redeployment,
redundancy and other terms of employment with strategy and
policies and, to promote and sustain the involvement and
empowerment of their people.
- Adopt approaches that ensure a responsible work / life
balance for their people.
- Ensure and embrace the diversity of their people.
- Ensure a safe and healthy working environment for their
people.
- Encourage their people to participate in activities that
contribute to wider society.
- Promote a culture of mutual support, recognition and
care between individuals and between teams.
4. Partnerships & Resources

Definition
Excellent organisations plan and manage external
partnerships, suppliers and internal resources in order to
support strategy and policies and the effective operation of
processes. They ensure that they effectively manage their
environmental and societal impact.

4a. Partners and suppliers are managed for sustainable

benefit
4b. Finances are managed to secure sustained success
4c. Buildings, equipment, materials and natural resources
are managed in a sustainable way.
4d. Technology is managed to support the delivery of
strategy
4e. Information and knowledge are managed to support
effective decision making and to build the organisational
capability

4a. Partners and suppliers are managed for

sustainable benefit.
In practice, excellent organisations:-
- Segment and differentiate partners and suppliers, in line
with the organisation’s strategy, and adopt appropriate
policies and processes for effectively managing them.
- Build a sustainable relationship with partners and
suppliers based on mutual trust, respect and openness.
 - Establish extensive networks to enable them to identify
potential partnership opportunities.
- Understand partnerships include working together for
long-term, sustainable value enhancement. They know what
their core purpose is and seek partners to enhance their
capabilities and ability to generate stakeholder value.
- Develop partnerships that systematically enable the
delivery of enhanced value to their respective stakeholders
through competencies, synergies and seamless processes.
- Work together with partners to achieve mutual benefit,
supporting one another with expertise, resources and
knowledge to achieve shared goals.

4b. Finances are managed to secure sustained

success.
In practice, excellent organisations:-
- Develop and implement financial strategies, policies
and processes to support the overall strategy of the
organisation.
- Design the financial planning, control, reporting and
review processes to optimise the efficient and effective use
of resources.
- Establish and implement financial governance
processes, tailored to all appropriate levels in the
organisation.
- Evaluate, select and validate investment in, and
divestment of, both tangible and non-tangible assets, taking
into account their long term economic, societal and
ecological effects.
 - Deliver high levels of stakeholder confidence by
ensuring financial risks are identified and appropriately
managed.
- Ensure alignment between the delivery of long term
goals and short-term financial planning cycles.

4c. Buildings, equipment, materials and natural

resources are managed in a sustainable way.
In practice, excellent organisations:-
- Develop and implement a strategy and supporting
policies for managing buildings, equipment and materials
that supports the organisation’s overall strategy.
- Optimise the use and effectively manage the lifecycle
and physical security of their tangible assets, including
buildings, equipment and materials.
- Demonstrate they actively manage the impact of their
operations on public health, safety and the environment.
- Measure and manage any adverse effects of the
organisation’s operations on the community and their people.
- Adopt and implement appropriate policies and
approaches to minimise their local and global environmental
impact, including setting challenging goals for meeting and
exceeding legal standards and requirements.

4d. Technology is managed to support the delivery of

strategy.
In practice, excellent organisations:-
- Develop a strategy and supporting policies for
managing the technology portfolio that supports the
organisation’s overall strategy.
- Use technology, including IT-enabled processes, to
support and improve the effective operation of the
organisation.
- Manage their technology portfolio, including optimising
the use of existing technology as well as replacing their out-
dated technology.
- Involve their people and other relevant stakeholders in
the development and deployment of new technologies to
maximise the benefits generated.
- Identify and evaluate alternative and emerging
technologies in the light of their impact on organisational
performance and capabilities and the environment.
- Use technology to support innovation and creativity.

4e. Information and knowledge are managed to

support effective decision making and to build the
organisation’s capability.
In practice, excellent organisations:-
- Ensure that their leaders are provided with accurate
and sufficient information to support them in effective and
timely decision making, enabling them to effectively predict
the future performance of the organisation.
- Transform data into information and, where relevant,
into knowledge that can be shared and effectively used.
- Provide and monitor access to relevant information and
knowledge for their people and external users, whilst
ensuring both security and the organisation’s intellectual
property is protected.
- Establish and manage networks to identify
opportunities for innovation from signals within the internal
and external environment.
- Use innovation in a way that goes well beyond
technical change and reveals new ways of offering value to
customers, new ways of working and new ways of building
on partnerships, resources and competencies.
- Use data and information on the current performance
and capabilities of processes to identify opportunities for,
and generate, innovation.
5. Processes, Products and Services

Definition
Excellent organisations design, manage and improve
processes, products and services to generate increasing
value for customers and other stakeholders.

5a. Processes are designed and managed to optimise

stakeholder value
5b. Products and Services are developed to create
optimum value for customers
5c. Products and Services are effectively promoted and
marketed
5d. Products and Services are produced, delivered and
managed
5e. Customer relationships are managed and enhanced

5a. Processes are designed and managed to optimise

stakeholder value.
In practice, excellent organisations:-
- Analyse, categorise and prioritise their end to end
processes as part of the overall management system and
adopt appropriate approaches to effectively manage and
improve them, including those processes that extend beyond
the boundaries of the organisation.
- Clearly define process ownership and their role and
responsibility in developing, maintaining and improving the
framework of key processes
 - Develop meaningful process performance indicators
and outcome measures, clearly linked to the strategic goals.
- Turn new ideas into reality through innovation enabling
processes that fit the nature and importance of the changes
they will make.
- Assess the impact and the added value of innovations
and improvements to processes.

5b. Products and Services are developed to create

optimum value for customers.
In practice, excellent organisations:-
- Strive to innovate and create value for their customers.
- Use market research, customer surveys and other forms
of feedback to anticipate and identify improvements aimed at
enhancing the product and service portfolio.
- Involve their people, customers, partners and suppliers
in the development of new and innovative products, services
and experiences for both existing and new customer groups.
- Understand and anticipate the impact and potential of
new technologies on products and services.
- Use creativity to design and develop new and
innovative products and services together with customers,
partners or other stakeholders.
- Take into account any impact of the product and service
lifecycle on economic, societal and ecological sustainability.

5c. Products and Services are effectively promoted

and marketed.
 In practice, excellent organisations:-
- Clearly define their value propositions, ensuring
sustainability by balancing the needs of all relevant
stakeholders.
- Define the business model in terms of core capabilities,
processes, partners and value proposition.
- Implement the business model and value proposition by
defining their “unique selling points”, market positioning,
target customer groups and distribution channels.
- Develop marketing strategies to effectively promote
their products and services to target customers and user
groups.
- Effectively market their product and service portfolio
to existing and potential customers.
- Ensure that they have the capability to fulfill their
promises.

5d. Products and Services are produced, delivered

and managed.
In practice, excellent organisations:-
- Produce and deliver products and services to meet, or
exceed, customer needs and expectations, in line with the
offered value proposition.
- Ensure their people have the necessary tools,
competencies, information and empowerment to be able to
maximise the customer experience.
- Manage products and services throughout their entire
lifecycle, including reusing and recycling where appropriate,
considering any impact on public health, safety and the
environment.
- Compare their product and service delivery
performance with relevant benchmarks and understand their
strengths in order to maximise the value generated for
customers.
- Involve their people, customers, partners and suppliers
in optimising the effectiveness and efficiency of their value
chain.

5e. Customer relationships are managed and

enhanced.
In practice, excellent organisations:-
- Know who their different customer groups are and
respond to, and anticipate, their different needs and
expectations.
- Determine and meet customers’ day-to-day and long-
term contact requirements.
- Build and maintain a dialogue with all their customers,
based on openness, transparency and trust.
- Continually monitor and review the experiences and
perceptions of customers and respond quickly and
effectively to any feedback.
- Advise customers on the responsible use of products
and services.
6. Customer Results

Definition
Excellent organisations:
- Develop and agree a set of performance indicators and
related outcomes to determine the successful deployment of
their strategy and supporting policies, based on the needs
and expectations of their customers.
- Set clear targets for Key Results based on the needs
and expectations of their customers, in line with their chosen
strategy.
- Demonstrate positive or sustained good Customer
Results over at least 3 years.
- Clearly understand the underlying reasons and drivers
of observed trends and the impact these results will have on
other performance indicators and related outcomes.
- Anticipate future performance and results.
- Understand how the Key Results they achieve compare
to similar organisations and use this data, where relevant, for
target setting.
- Segment results to understand the experience, needs and
expectations of specific customer groups.

6a. Perceptions.
These are the customers’ perceptions of the organisation.
They may be obtained from a number of sources, including
customer surveys, focus groups, vendor ratings, compliments
and complaints. These perceptions should give a clear
understanding of the effectiveness, from the customer’s
perspective, of the deployment and execution of the
organisation’s customer strategy and supporting policies and
processes.
Depending on the purpose of the organisation, measures
may focus on:
- Reputation and image
- Product and service value
- Product and service delivery
- Customer service, relationship and support
- Customer loyalty and engagement

6b. Performance Indicators.

These are the internal measures used by the organisation
in order to monitor, understand, predict and improve the
performance of the organisation and to predict their impact
on the perceptions of its external customers. These indicators
should give a clear understanding of the efficiency and
effectiveness of the deployment and execution of the
organisation’s customer strategy and supporting policies and
processes.
Depending on the purpose of the organisation, measures
may focus on:
- Products and services delivery
- Customer service, relationships and support
- Complaints and compliments
- External recognition
7. People Results

Definition
Excellent organisations:
- Develop and agree a set of performance indicators and
related outcomes to determine the successful deployment of
their strategy and supporting policies, based on the needs
and expectations of their people.
- Set clear targets for Key Results based on the needs
and expectations of their people, in line with their chosen
strategy.
- Demonstrate positive or sustained good People Results
over at least 3 years.
- Clearly understand the underlying reasons for and
drivers of observed trends and the impact these results will
have on other performance indicators and related outcomes.
- Anticipate future performance and results.
- Understand how the Key Results they achieve compare
to similar organisations, and use this data, where relevant,
for target setting.
- Segment results to understand the needs and
expectations of specific groups within their organisation.

7a. Perceptions.
These are the people’s perception of the organisation.
They may be obtained from a number of sources, including
surveys, focus groups, interviews and structured appraisals.
These perceptions should give a clear understanding of the
effectiveness, from the people’s perspective, of the
deployment and execution of the organisation’s people
strategy and supporting policies and processes.
Depending on the purpose of the organisation, measures
may focus on:
- Satisfaction, involvement and engagement
- Pride and fulfillment
- Leadership and management
- Target setting, competency and performance
management
- Competency, training and career development
- Effective communications
- Working conditions

7b. Performance Indicators.

These are the internal measures used by the organisation
in order to monitor, understand, predict and improve the
performance of the organisation’s people and to predict their
impact on perceptions. These indicators should give a clear
understanding of the efficiency and effectiveness of the
deployment and execution of the organisation’s people
strategy and supporting policies and processes.
Depending on the purpose of the organisation, measures
may focus on:
- Involvement and engagement
- Target setting, competency and performance
management
- Leadership performance
- Training and career development
- Internal communications
8. Society Results

Definition
Excellent organisations:
- Develop and agree a set of performance indicators and
related outcomes to determine the successful deployment of
their societal and ecological strategy and related policies,
based on the needs and expectations of the relevant external
stakeholders.
- Set clear targets for Key Results based on the needs
and expectations of their external stakeholders, in line with
their chosen strategy.
- Demonstrate positive or sustained good Society Results
over at least 3 years.
- Clearly understand the underlying reasons and drivers
of observed trends and the impact these results will have on
other performance indicators and related outcomes.
- Anticipate future performance and results.
- Understand how the Key Results they achieve compare
to similar organisations and use this data, where relevant, for
target setting.
- Segment results to understand the experience, needs and
expectations of specific stakeholders within Society.

8a. Perceptions.
This is society’s perception of the organisation. This may
be obtained from a number of sources, including surveys,
reports, press articles, public meetings, NGOs, public
representatives and governmental authorities. These
perceptions should give a clear understanding of the
effectiveness, from society’s perspective of the deployment
and execution of the organisation’s societal and
environmental strategy and supporting policies and
processes.
Depending on the purpose of the organisation, measures
may focus on:
- Environmental impact
- Image and reputation
- Societal impact
- Workplace impact
- Awards and media coverage

8b. Performance Indicators.

These are the internal measures used by the organisation
in order to monitor, understand, predict and improve the
performance of the organisation and to predict the impact on
the perceptions of society. These indicators should give a
clear understanding of the effectiveness and efficiency of the
approaches adopted to manage the organisation’s societal
and environmental responsibilities.
Depending on the purpose of the organisation, measures
may focus on:
- Environmental performance
- Regulatory and governance compliance
- Societal performance
- Health and safety performance
- Responsible sourcing and procurement performance
9. Key Results
Note: Key Results for Customers, People and Society
are covered in Criteria 6, 7 and 8.

Definition
Excellent organisations:
- Develop and agree a set of key financial and
nonfinancial results to determine the successful deployment
of their strategy, based on the needs and expectations of their
key stakeholders.
- Set clear targets for Key Results based on the needs
and expectations of their key stakeholders, in line with their
chosen strategy.
- Demonstrate positive or sustained good Key Results
over at least 3 years.
- Clearly understand the underlying reasons and drivers
of observed trends and the impact these results will have on
other performance indicators and related outcomes.
- Anticipate future performance and results.
- Understand how the Key Results they achieve compare
to similar organisations and use this data, where relevant, for
target setting.
- Segment results to understand the performance levels
and strategic outcomes achieved within specific areas of the
organisation.

9a. Key Strategic Outcomes.

 These are the key financial and non-financial outcomes
which demonstrate the success of the organisation’s
deployment of their strategy. The set of measures and
relevant targets will be defined and agreed with key
stakeholders.
Depending on the purpose of the organisation, measures
may focus on:
- Financial outcomes
- Performance against budget
- Volume of key products or services delivered
- Key process outcomes

9b. Key Performance Indicators.

These are the key financial and non-financial indicators
that are used to measure the organisation’s operational
performance. They help monitor, understand, predict and
improve the organisation’s likely key performance outcomes.
Depending on the purpose of the organisation, measures
may focus on:
- Financial performance indicators
- Project costs
- Key process performance indicators
- Partner and supplier performance
- Technology, information and knowledge
Integrating the Model and the
Fundamental Concepts of Excellence
One of the aims of this revision of the EFQM Excellence
Model was to achieve a full integration of the Fundamental
Concepts of Excellence and the framework of the Model.

The Fundamental Concepts were reviewed and updated

first and these were used as the basis for the bullet points in
the criterion parts of the EFQM Excellence Model. In some
cases, the text from the Fundamental Concepts is repeated in
its entirety in the relevant criterion parts. In other cases, the
text from the Fundamental Concepts has been adapted to fit
the specific context of the criterion part. This is illustrated in
the table below.
 RADAR®

The RADAR logic is a dynamic assessment framework

and powerful management tool that provides a structured
approach to questioning the performance of an organisation.

At the highest level, RADAR logic states that an

organisation needs to:
- Determine the Results it is aiming to achieve as part of
its strategy.
- Plan and develop an integrated set of sound
Approaches to deliver the required results both now and in
the future.
- Deploy the approaches in a systematic way to ensure
implementation.
- Assess and Refine the deployed approaches based on
monitoring and analysis of the results achieved and ongoing
learning activities.
 The Enabler matrix is used to support the analysis of the
approaches within the five Enabler criteria; Leadership,
Strategy, People, Partnerships & Resources and Processes,
Products & Services. The Results matrix is used to support
the analysis of the results within the four Results criteria;
Customer Results, People Results, Society Results and Key
Results.

To help support robust analysis, the RADAR matrices

break down each element into a series of attributes, shown
below:-
Analysis of ENABLERS

APPROACH: This covers what an organisation plans to

do and the reasons for it. A sound approach has a clear
rationale that focuses on the organisation’s present and future
needs; it is delivered through well-defined processes, and
has a clear focus on the needs of the stakeholders of the
approaches used. In addition, the approaches will be
integrated i.e. an integrated approach has a clear basis in
strategy and is linked to other approaches where
appropriate. Refinements will have been embedded into
approaches over time.
Attributes to assess (see matrix): Sound, Integrated

DEPLOYMENT: This covers what an organisation

does to deploy the approach. In an excellent organisation the
approach will be implemented in relevant areas in a
systematic way. Systematic implementation is well planned
and is introduced in a manner suitable for the approach and
the organisation. An ability to manage changes to approaches
in an appropriate time-frame will exist.
Attributes to assess (see matrix): Implemented,
Systematic

ASSESSMENT AND REFINEMENT: This covers

what an organisation does to assess and refine both the
approach and the deployment of the approach. In an excellent
organisation the approach, and deployment of it, will be
subject to regular measurement of efficiency and
effectiveness. Learning activities will be undertaken;
practices will exist to bring creativity to bear in generating
ideas for new or changed approaches. The output from
measurement, learning and creativity will be used to identify,
prioritise, plan and implement improvement and innovation.
Attributes to assess (see matrix): Measurement,
Learning and Creativity, Improvement and Innovation
Analysis of RESULTS

RELEVANCE AND USABILITY: The Result data

should be comprehensive, timely, reliable, accurate,
appropriately segmented and consistent with strategy and the
needs and expectations of relevant stakeholders.
Relationships between relevant Results and their impact on
one another should be understood. Key Results should be
identified and prioritised.
Attributes to assess (see matrix): Relevance, Integrity,
Segmentation

PERFORMANCE OUTCOMES: In an excellent

organisation, results will show positive trends and/or
sustained good performance. Targets will be set for Key
Results and will be appropriate and met or exceeded. Also
for Key Results, performance will be compared externally
and the comparisons will be favourable, particularly against
best in sector and/or world class. Understanding of the
relationships between Key Enablers and Key Results will
provide confidence that positive performance will be
sustained in the future.
Attributes to assess (see matrix): Trends, Targets,
Comparisons, Causes
The RADAR Assessment and
Management Tool for ENABLERS
The RADAR Assessment and
Management Tool for RESULTS
Scoring for the EFQM Excellence
Award
The RADAR Assessment and Management tool is the
evaluation method used to score applications for the EFQM
Excellence Award and most national Excellence awards in
Europe. It can also be used by organisations carrying out
Self-Assessment and wishing to use a score for
benchmarking or other purposes.

When an organisation is scored using the RADAR

matrix, weights are given to each of the nine criteria to
calculate the number of points awarded. These weights were
established in 1991 as the result of a wide consultation
exercise across Europe. They have been periodically
reviewed by EFQM and the diagram below illustrates the
2010 weightings.

Generally each criterion part is allocated equal weight

within that criterion, for example 1a attracts 20% of the
points allocated to criterion 1.

There are however two exceptions:

- Criterion part 6a takes 75% of the points allocated to
criterion 6, whilst criterion part 6b takes 25%;
- Criterion part 7a takes 75% of the points allocated to
criterion 7, whilst criterion part 7b takes 25%;
 The first step to scoring is to use the RADAR scoring
matrix to allocate a percentage score to each criterion part.
This is achieved by considering each of the elements and
attributes of the matrix for each of the criterion parts in the
Model. The scoring summary sheet (next page) is then used
to combine the percentage scores awarded to the criterion
parts to give an overall score on a scale of 0 -1000 points.
Scoring summary sheet
Glossary of terms
The following is a list of terms used throughout the
EFQM Excellence Model guidance material. It has been
compiled in order to help understanding and use of the
Model.

Approach - The overall way by which something is

made to happen - an approach comprises of processes and
structured actions within a framework of principles and
policies.
Benchmarking - A systematic comparison of approaches
with other relevant organisations that gains insights that will
help the organisation to take action to improve its
performance.
Benchmark – A measured achievement for comparison
and target setting purposes.
Business Model – The elements of the business that
create and deliver value; these elements normally include the
value proposition, the profit formula, key resources and key
processes of the organisation.
Change Management - The approach during which the
changes of an organisation or system are implemented in a
controlled manner by following a pre-defined framework or
processes, to support the achievement of the strategic goals.
Change management enables the transition from a current
state into a desired future state.
Continual Improvement - The ongoing improvement of
processes that lead to achievement of higher levels of
performance through incremental change.
Core Competence - A well performed internal activity
or capability that is central to the organisation’s
competitiveness, profitability or efficiency.
Corporate Governance - A framework of authority and
control within an organisation used to help it fulfill its legal,
financial and ethical obligations.
Creativity - The generation of ideas for new or
improved products, services, processes, systems or social
interactions.
Critical success factors - Limited number (usually
between 3 to 8) of characteristics, conditions or variables
that have a direct impact on the effectiveness, efficiency and
viability of an organisation, programme or project.
Culture - The specific collection of Values and Norms
that are shared by people and groups in an organisation that
control the way they interact with each other and with
stakeholders outside the organisation.
Customer - The recipient of products or services
provided by the organisation.
Empowerment - The process by which individuals or
teams are able to take decision making responsibilities, and
operate with a degree of autonomy in their actions.
Equal opportunity - The practice of ensuring that all
people receive fair and equal treatment regardless of gender,
age, race, nationality, religion, disability or sexual
orientation.
 Fundamental Concepts of Excellence - The set of key
and proven principles upon which the EFQM Excellence
Model framework is based.
Good/best practice - Superior approaches, policies,
processes or methods that lead to exceptional achievement.
Since it is difficult to find out what is best, the term “good
practice” is preferred by most organisations. Ways to find
good practice outside the organisation can include
benchmarking and external learning.
Innovation - The practical translation of ideas into new
products, services, processes, systems or social interactions.
Intellectual Capital - The value of an organisation that
is not captured in its traditional financial accounts. It
represents the intangible assets of an organisation and is
often the difference between market and book value.
Key Processes - The processes that are of the utmost
importance for the organisation since they deliver and
support the strategy and drive the value chain.
Knowledge - Knowledge is expertise and skills acquired
by a person through experience and education, involving the
theoretical and/or practical understanding of a subject.
While data are raw facts and information is data with context
and perspective, knowledge is information with
guidance/ability for action.
Leaders - The people who coordinate and balance the
interests and activities of all who have a stake in the
organisation.
Management System - The framework of processes,
related performance/result indicators and process
management and improvement systems used to ensure that the
organisation can fulfill its Mission and Vision.
Mission - A statement that describes the purpose or
“raison d’être” of an organisation, confirmed by its
stakeholders.
Mobility - The willingness and capability of people to
change their job or the working location.
Organisational Agility - The ability to respond and
adapt, in a timely way, to an emerging threat or opportunity.
Partner - An external party the organisation strategically
chooses to work with, to achieve common objectives and
sustained mutual benefit.
Partnership - A durable working relationship between
the organisation and partners, creating and sharing added
value for both parties. Partnerships can be formed e.g. with
suppliers, distributors, educational bodies or customers.
Strategic partnerships support the strategic objectives of the
organisation in a particular way.
People - All individuals employed by the organisation
(full time, part-time, including volunteers), including leaders
at all levels.
Perception - The opinion stakeholders have of the
organisation.
Process - A set of activities that interact with one
another because the output from one activity becomes the
input for another activity. Processes add value by
transforming inputs into outputs, using resources.
 Products - Commercially distributed goods as a result of
a fabrication, manufacturing, or production process that
passes through a distribution channel before being consumed
or used. In a broad sense, products include a wide range of
goods, from commodities to complex installations such as
facilities, plants or factories.
Society - The social infrastructure outside the
organisation that can be affected by the organisation.
Stakeholder - Person, group or organisation that has a
direct or indirect stake or interest in the organisation because
it can either affect the organisation or be affected by it.
Examples of external stakeholders are owners
(shareholders), customers, suppliers, partners, government
agencies and representatives of the community or the society.
Examples for internal stakeholders are people or groups of
people.
Strategy - A high level plan describing the tactics by
which an organisation intends to achieve its Mission and
Vision.
Values - Operating philosophies or principles that guide
an organisation’s internal conduct as well as its relationship
with the external world. Values provide guidance for people
on what is good or desirable and what is not. They exert
major influence on the behaviour of individuals and teams
and serve as broad guidelines in all situations.
Value Proposition - The differentiating value the
organisation’s products and services offer to customers.
Vision - Description of what the organisation is
attempting to achieve in the long-term future. It is intended to
serve as a clear guide for choosing current and future
courses of action and, along with the Mission, it is the basis
for strategies and policies.
Further reading
To help organisations to continually improve and
achieve higher levels of performance, EFQM assesses their
performance, provides them with networking and mutual
learning experience, offers education and learning
opportunities, recognises their achievements and supports
their implementation of best in class tools and practices.

All of this is achieved through the use and application of

the EFQM Excellence Model and its associated Fundamental
Concepts and RADAR logic.
OUR OFFERINGS

EFQM Assessment
EFQM customised assessments provide you with an
external perspective to understand where you are today and
how you can improve. A unique feature of EFQM
assessments is that they give you a clear indication of which
actions drive results. Through EFQM qualified teams of
experienced assessors and/or managers from peer
organisations, we present you with external feedback and
recommendations that will assist you in effectively
implementing strategies and instilling a culture of excellence.

EFQM Recognition
EFQM recognition schemes are much more than just
recognition. They create a desire for your people to learn,
improve and drive an organisation towards sustainable
success. The strength of EFQM recognition lies in the simple
and motivating process which provides you with a blueprint
to improve results in a sustainable way, while providing
international appreciation and acknowledgment.

EFQM Training
EFQM training is driven by a common need from our
members to learn assessment and leadership skills. Through
our 20 years of experience and together with our members
and partners, we have the knowledge and expertise to create
and deliver high level training and real-life assignments to
develop tomorrow’s leaders.

EFQM Sharing
EFQM offers unique sharing opportunities to its
members. We help you to leverage new sources of learning
by creating the conditions for collaborative exchange across
and outside the organisation. Our members value the
experience, and the insights offered by their peers in the
spirit of mutual improvement. EFQM maintains trust by
safeguarding confidentiality and applying its expertise to the
selection of organisations that can learn from one another.

EFQM works in partnership with many national

organisations within and beyond Europe and licenses a
number of organisations to deliver training courses related to
the EFQM Excellence Model. Please refer to our website,
www.efqm.org, to find out how to contact our partners or to
participate in the EFQM activities described above.
Acknowledgement
This update of the EFQM Excellence Model was
produced in 2009. Inputs were taken from many sources but
EFQM expressly wishes to acknowledge the Core Team
Members.

Christian Forstner, Siemens and André van der Geest,

TNT representing the EFQM assessor community.
Matt Fisher, Ricoh, representing EFQM members.
Chris Hakes, Leadership Agenda Ltd., and Geoff
Carter, PACEPerformance representing EFQM trainers.
Marie Lindsay, St Mary’s College and Jacques
Philippaerts, Belgium Federal Police representing Public
Sector and SME’s.
André Moll, DGQ, and Andreas Redling, Quality
Austria representing EFQM Partner Organisations.

Over 100 people have contributed to this revision and a

full list of contributors is available on the EFQM website.

For more information about EFQM:

Website: www.efqm.org
Email: info@efqm.org
Getting Involved
EFQM is a membership organisation. We rely on input,
ideas and suggestions from you to create a vibrant
community. If you have any ideas, questions or suggestions,
please don’t hesitate to contact us via e-mail
(info@efqm.org) or via telephone (+32 2 775 35 11).
Join us on LinkedIn
On the 1st of September 2010, we created The EFQM
Network for Sustainable Excellence to facilitate a dialogue
between our peers and the wider community. The group is
open to anyone with an interest in this area. Over 1800
individuals have already joined our group and shared their
experiences. If you have a question, it is a great place to
start.
Becoming a member
Organisations can join the EFQM member community
and enjoy some exclusive benefits such as access to free
assessment and improvement tools, participation to events,
themed webinars and good practice visits. To learn more
about our member community, feel free to contact us or to
join one of the free introduction meetings at our offices in
Brussels.

As a member of EFQM, you will enjoy the following

exclusive benefits:
- Expert advice and support for your organisation’s
journey towards excellence.
- Access to the EFQM Knowledge Base is a database
containing a number of free to download assessment,
management and improvement tools; as well as Good
Practices identified from the last 3 years of the EFQM
Excellence Awards.
- Members receive a discount of 20% on EFQM
Products & Services, including Training, Publications and
Recognition.
- There are themed events and webinars throughout the
year, with Good Practices and new tools being shared and
explained by EFQM and member organisations.

For more information, please e-mail info@efqm.org

EFQM Members Include
EFQM
Avenue des Olympiades 2
5th Floor
B-1140 Brussels – Belgium
Tel : +32 2 775 3511
Fax : +32 2 775 3535
Email : info@efqm.org
http://www.efqm.org